Abstract

e‑Enforcement is the use of electronic tools in law enforcement. We examined the consequences of using two forms of e‑Enforcement for several aspects in the relation between government and inspectees: weigh‑in‑motion and the digital tachograph. Inspectees are 'obligated clients' of enforcement. They usually do not appreciate government enforcement and have strong incentives for 'strategic behaviour' or 'game playing'. Our research shows that, contrary to our expectations, e‑Enforcement does not reduce all strategic behaviour and in fact even stimulates some new forms of it. However, e‑Enforcement turns out to be successful when embedded in interaction processes and when providing added value for the inspectees.

Abstract

Electronic Government (e‑Government) is becoming a global phenomenon that is increasingly attracting the attention of community citizens including politicians, economists, decision and policy makers amongst others. Once only regarded as a means for modernizing the public sector and increasing government productivity and efficiency, e‑ Government is presently recognized as a driver and a key enabler of citizen‑centric, cooperative, and seamless modern governance implying not only a profound transformation in the way government interacts with the governed but also the reinvention of its internal processes and how organizations carry their business both internally as well as externally while interacting with the other segments of the community. Based on the literature, it is frequently claimed that the availability of an effective e‑Government assessment framework is a necessary condition for advancing e‑Government proper implementation. The objective of this article is to develop an e‑Government appraisal framework encompassing several components such as people, technology, processes, and strategic planning. The article examines the relations and interactions of these components in an emerging e‑Government environment using a case study on an agency affiliated to the government of Egypt as a primary step in the process of testing the framework presented.

Abstract

Abstract: The goal of this paper is to analyze the strategic direction of the Brazilian e‑Government Program from 2008 to 2014 associated with the Brazilian ranking on the United Nations e‑Government Survey. Federal government strategic plans from 2008 to
2014 were analyzed based on three categories: e‑services, e‑administration (interoperability, integration; standardization; structuring systems) and e‑democracy (open data and transparency; e‑participation). Semi‑structured interviews were conducted
with fifteen government executives responsible for the planning and coordination of public policies in this sector. The research demonstrates that the Brazilian e‑Government Program acquired a more important role in the Brazilian political arena after the
protests of June 2013. The ⠜Gabinete Digital⠀ was created and reported directly to the Presidency of the Republic. It has successfully launched many e‑government initiatives that were being developed but were not considered as a priority. Another res
earch finding was the emphasis on increasing the supply of e‑services. This was explicitly observed in government strategic planning starting in 2011. As a result, Brazil moved up 33 positions on the online index of the UN Survey from 2010 to 2012. The la
st presidential term was more focused on promoting interaction between government and society ⠍ through an increase of transparency, the use of open data by the states and municipalities, and providing access to public information. Brazil rose seven pos
itions on the e‑participation index between 2012 and 2014. Despite numerous initiatives, Brazil's e‑government index ranking in the UN Survey is advancing very slowly and still didn⠒t reach the 45th global position it had in 2008, mainly because of low
scores on the telecommunication infrastructure and the human capital indexes. These findings can also be verified in the evaluations of e‑government initiatives presented. Our objective was to verify the convergence, effective follow up and achievement of
the targets stipulated in the e‑government stra

Abstract

e‑Government has become a global phenomenon. There have been some great innovations in e‑government over the last decade. Some governments compete for leadership in offering online services. Others do not want to be left behind. Most governments have developed detailed strategies for realizing their e‑government programmes. Although the goals behind these programmes vary across countries, there are still many commonalities among them. Such commonalities result from the application of best practices. Governments have the tendency to learn from each other. We could identify certain trends in e‑government application. e‑Government strategies per se are generally well developed. Yet the problems are mostly associated with implementation. This paper studies the strategies of (21) countries in addition to the European Union to put together a generic strategic framework of e‑government. We found most of these strategies to be lacking a strategic framework ‑ a framework that stems from the e‑government strategy itself. The ultimate purpose of this paper is to introduce a best practice framework that is generic enough to be adopted by any given strategy. The paper argues the missing benefits of such a strategic framework. The proposed framework incorporates very important elements and principles. It has desirable characteristics and features that can add value to the e‑government strategy. Unlike previous studies, the proposed framework defines strategic building blocks of e‑government based on real‑life e‑government implementations of the countries reviewed. Our strategic framework possesses modular design. It is flexible, customisable and extensible. In putting this framework together, we took into consideration commonalities, trends, and best practices in addition to relevant work of other scholars.